The workplace of the future is centered around ‘you’

The world around has changed. I consciously use a definitive word here. While evolution is constant, what we see in the post-COVID era is a profound change. The question is, what does it mean for us? As employees, leaders, and as an organization. 

 Many parts of the world and economy seem to be on a reset, making organizations contemplate the model in which people can come back into the workplace, and if it is needed at all. Some have opted for complete remote working while some industries still require physical workplaces. A concept we hear more of these days is the hybrid workplace. 

 These questions, to be honest, are not new. However, the pandemic has simply accelerated the conversation, and these are the factors that need to be considered:

 Workplace

What we are heading toward is incredible democratization of the workplace in the truest sense. The workplace of the future will be defined by the people and for the people. This means the classic workplace may lose its physicality – no building, no 9 to 5 clock-ins, etc. This would be interesting as many organizations have used (having invested heavily) the workplace facilities as a unique recruitment proposition – cafeterias, recreation zones, engagement areas, sleeping pods, cinema halls, and sporting arenas. 

 So, what will remain prominent? Here are the socio-cultural trends:

• Work-life balance. For a long time, we have used this term for simply being able to log out on time or being able to run errands during the work hours. More surveys trickle in each day, showing employees are more aware and vocal about bringing a better balance.
• Decentralized urbanization. Remote working is now a very lucrative proposition, which is stalling the trend of urban migration, even the areas of niche skills. With this, we will be able to tap into a larger and more diverse resource pool. I would be cautiously optimistic that this may correct some of the inequities we have seen in gender-based attrition. 
• The social construct. We built our social lives around our workplace. Even a hybrid model will incorporate more flexibility as we become mobile. Vacations, personal time out, social interactions will become more fluid. 
• Virtual workplace. With the advent of SMAC technologies, we were already on the road to virtualize and digitalize the workplace significantly. Now people can work from anywhere, anywhere, anytime, and on any device. 

 Work

Technology has transformed both the way we work and fundamentally the way we define it. Digital methodologies, agile teams, virtual teaming, team constructs like squad and tribes, and the microservices architectural framework are influencing what we do. The trends I see here are:

• The purpose at its core. Our motivators are influencing the workplace we chose, and as a manifestation of this, organizations are more aware and vocal for what they stand for and their belief system. 
• Microservices architecture. While in an ideal world, this will translate into micro-tasks executed by SMEs who come in on a gig, what remains true today is that the monolithic structures are being fast dismantled. Today, we need people who are experts in what they do while understanding the larger ecosystem in terms of technology, business context, etc. 
• Evolving interests. Another strong trend I see is that people are aware of what they do, and a lot of times, this is different from what they are trained in. This makes learning a key part of career growth. This, combined with the microservices ecosystem we spoke about earlier, is giving rise to a fast-growing gig economy.
• Social responsibility. Sustainability, social consciousness, and accountability, identity, and awareness all play a factor in what we do, who we are, and what we want to be – as people and as organizations. This understanding is changing the work we do and how we do it.

 Worker

Well, we have established that the workplace and work itself have changed. This means the worker of today is different too. Now, did the former influence the latter, or was it the other way around is a chicken and egg question. But the truth is, today, we see a very diverse workforce. And diverse not just in terms of classic markers like gender, race, ethnicity, etc., but also in the sense of how they want to be associated with the organization. Along with full-time workers, we have interns, gig professionals, solopreneurs, freelancers, people pursuing second/ third careers. We can also account for supplemented working like automation, robotics, etc. 

 Ways of work

Now we add to the mix the ways we work in. As we work with diverse teams, in varied patterns, with large groups of people who bring in different skill sets – new working patterns have emerged. There is an increased focus on agility, collaboration, innovation, technology-assisted models, co-creation with a vendor ecosystem. 

 While we still see individual steaks of brilliance, today more than ever, there is an underlined significance of teaming.

 Wellbeing 

Finally, wellbeing. It accounts for different facets – mental, physical, social, and financial. But the bottom-line continues to be we are today hyper-aware of the individual want and keenly seek to align it with the larger societal goals. 

 It is important that we define who we are (and be authentic), what we want to do (and pursue it), where we want to be (prioritize it), how we want to work (and be flexible). Today we have control and therefore, your career is yours to build.